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Global Intelligence Alliance in a Nutshell - page 3 Global Intelligence Alliance (GIA) is the leading provider of Strategic Market Intelligence services and software. GIA was founded in 1995 and is owned by management and private equity investor CapMan. GIA’s customers are large multinational companies and growth- oriented companies operating in a wide variety of industries. GIA serves more than 120 partner customers on a continuous basis. GIA has grown with an average annual growth rate of 39% since year 2000 and currently employs more than 120 people. Customized market monitoring solution Highly analytical research and advisory for customers’ strategic decision making needs On demand business research service State-of-the-art Market Intelligence software enabling full control of the intelligence process Consulting services, events and online resources for developing intelligence programs Product & Service offering Geographical presence

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Understand, compete and grow - page 6 Market intelligence Market Intelligence helps organizations understand their business environment, compete successfully in it, and grow as a result. Market Intelligence collects information about market players and strategically relevant topics and processes it into insights that support decision-making. Organizationally, Market Intelligence is typically placed under strategic planning, business development or marketing. Terms such as competitor analysis, technology analysis or customer insights are often used under the overarching term Market Intelligence. Market Intelligence should be seen synonymous with concepts such as Competitive Intelligence and Business Intelligence. Competitive landscape Market and industry Voice of customers Plans are usually based on knowledge, data, gut feeling and experience Critical decisions without sufficient information, e.g. entering a new market During recessions, budgets of market intelligence are often cut at the time when risks and needs for intelligence are on rise Market intelligence makes decisions safer

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The quality of executive decision-making leaves plenty of room for improvement… An Economist Intelligence Unit study says that… …61% of executives (72% in large firms) characterize management decision-making at their firms as moderately efficient or worse …less than 10% of executives have information when they need it … 46% assert that wading through huge volumes of data serves to slow decisions...56% are often concerned about making poor choices because of faulty, inaccurate or incomplete data EIU: “In search of clarity: Unravelling the complexities of executive decision-making”, Sep page 7

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Intelligence is needed by a large number of organizational functions and processes - page 9

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A lot of information available makes decision making challenging - page 10

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”Each were partly right and all were wrong” - page 11 ”Elephant is like a snake....” ”Elephant is a fan...” ”Elephant is like a tree...” ”Elephant is a wall...” What is an elephant?

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Articles on software industry - page 12 China overtakes US as largest smart phone market -Canalys highlights importance of understanding local app store and channel trends Shanghai, Palo Alto, Singapore and Reading – Wednesday, 2 May 2012 Canalys today released to clients its detailed smart phone shipment estimates by country for Q Total shipments worldwide grew 45% year on year to 146 million units, but significant country and regional differences were apparent. Shipments in the US rose just 5% year-on-year, in marked contrast to the 81% growth seen across the Asia Pacific region. Shipments in China doubled and overtook those in the US for the first time. In Q1, China represented 22% of global smart phone shipments, while the US accounted for 16%. A year earlier these figures were the other way around. Of the top 10 countries for smart phones, half are now in the Asia Pacific region. Source: Canalys Gartner Says Android to Command Nearly Half of Worldwide Smartphone Operating System Market by Year-End 2012 Egham, UK, April 7, 2011— Worldwide smartphone sales will reach 468 million units in 2011, a 57.7 percent increase from 2010, according to Gartner Inc. By the end of 2011, Android will move to become the most popular operating system (OS) worldwide and will build on its strength to account for 49 percent of the smartphone market by 2012 (see Table 1). Source: Gartner ComScore: Android's US market share passes 50 percent, BlackBerry OS and WP7 slide Another month, another round of ComScore's US mobile studies. For the three-month average period ending in February 2012, 234 million Americans age 13 and older were found to be using mobile devices, with Samsung having its products in the hands of 25.6 percent of the American mobile market. Behind it came LG (19.4 percent, dropping from 20.5 percent), Apple (13.5 percent, a 2.3 percentage point increase), Motorola (12.8 percent, down from 13.7 percent) and HTC (6.3 percent, a 0.4 percentage point increase).ComScore Source: Engadget

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Intelligent decision-making based on market monitoring & project support Decision-making is best supported through a combination of Continuous market monitoring Intelligence projects that support the specific decision points in different organizational functions and processes - page 13

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Benefits of Market Intelligence - page 14

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Time savings and ease of finding information ◦ According to an end user survey among GIA’s customers, an average end user saves 6* hours per month through having up-to-date Market Intelligence content gathered into one place where it’s easy to find and search for (*2009 End-user Survey) In an organization where the end user base is 300 decision- makers, the total time savings can be calculated as follows: ◦ 300 * 6 hours / month = 1,800 hours per month ◦ If a value of EUR 50 is calculated for each end user’s one hour of saved time, the total monetary savings amount to EUR 90,000 in each month Benefits of Market Intelligence: a practical example - page 15

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Intelligence cycle: the process of adding value to information The “intelligence cycle” reflects the continuous, systematic nature of utilizing information in backing up business decisions. Within the cycle, needs analysis drives a process where data is collected and processed into actionable intelligence that is utilized by decision-makers. - page 16

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Market Intelligence - What? And How? - page 17

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Where would you like to be right now? - page 18 Location in the country (best fit to the need) Things to do (market sizing, segment) You or Travel agency (do you need help) Travel Analyze and make a decision Find information from secondary sources Talk to experts, friends, colleagues Other options available (benchmarking) Target country (market attractiveness) How to get there (market entry) What need to know How to receive the information

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How do I know what I need? - page 19 We lost a big client and need to find new markets in order to employ our engineers. We need to increase the sales volumes of our products in a new segment. Can you help us find a new distributor? We need to understand our competitors’ logistics and supply chain model and their strengths and weaknesses. We are a governmental organization and we need to find markets abroad and provide services to other governmental organizations. Can you help us to understand how these kind of services are needed in other countries? ?

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Solutions are available Market intelligence products Value Chain Analysis Market Attractiveness Market size analysis Market entry analysis Competitive landscape Trends analysis The value chain can include commodities sourcing, production, competition, sales, distribution. Market Attractiveness Analysis is used to define attractive market segments. Market Size Analysis is used to identify the size and market share for various market segments Market Entry Analysis refers to the review of a market in order to understand if an investment is interesting and in what form a company should enter a specific market. Trend Analysis is used to identify present and future trends and their impact on business. Competitive Landscape Analysis refers most often to a high-level overview of the competitive landscape. - page 20

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Cancer treatments study in the Baltics and Poland to evaluate expansion potential NEED A Swedish private clinic was interested in the market for specific cancer-treatment services. Several locations for representative offices were considered, thus detailed insights were needed to assist in making a decision. The client especially needed data on current medical equipment and problem areas in current cancer treatment routines. Application: Strategic Planning Geography: Estonia, Latvia, Lithuania, Poland APPROACH Company interviews were conducted, extensive secondary research done, and the data and findings analyzed and summarized. Methods: Secondary research, company interviews, using financial databases, comparative analysis. SOLUTION Market potential of each country was described and ranked. Most suitable regions for local offices were identified by country. Also, current problems with regards to state- financed health-care in the field were described, helping the client to prioritize the 4 markets. Pharmaceuticals & Healthcare| Strategic Analysis – Market Attractiveness Analysis, Advisory Case study (#119) KEY BENEFITS The client gained an ability to make concrete decisions based on unified research results, with good comparability. They also got an access to highly detailed data on local healthcare systems and their capacities and bottlenecks, put into local context for decision-making. - page 22

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Market Sizing & Forecasting Quantitative market sizing and forecasting has many applications, including business planning, market entry strategy, product development, and investment strategy A market sizing project begins with an elaborate definition of the product or market of interest A reliable market size estimate requires triangulation by using various data sources (both secondary and primary) and analysis methods (both top-down and bottom-up) - page 23

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- page 24 GIA Group apply a bottom-up model to create regional estimates Global market potential Regional market potential Countries market potential Local primary research was carried out in selected countries to establish accurate market structure, size and growth. Marginal countries were left out of market size Regional market sizes were constructed by summing up country market sizes Regional estimates were added together to establish global market potential

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Analysis of logistics warehouse services - page 26 NEED Customer operating in the Nordic logistics industry wanted to benchmark its own operations against competing warehouse solutions. For this purpose, the customer needed an in-depth study of the warehousing markets in Sweden. Application: Strategic Planning Geography: Sweden APPROACH Expert interviews were conducted with various industry players. The findings were supplemented and validated with secondary research and analysis. Methods: Primary and secondary research SOLUTION Profiles of top-10 warehousing service providers in the market and their strategies, as well as detailed information of warehouse facilities of the target companies. The analysis included an overall market size estimate. Case study (#21) Logistics & Transportation| Strategic Analysis – Company Profiles, Market Sizing KEY BENEFITS Insight to the warehousing market, which helped in assessing the market’s investment potential Better understanding of competitive positioning in the market KEY BENEFITS Insight to the warehousing market, which helped in assessing the market’s investment potential Better understanding of competitive positioning in the market

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Competitive Landscape Analysis An analysis of the competitive forces in a market or customer segment Description of competitors, their market presence, offering, differentiation, strategies, strengths and weaknesses Assessment of your company’s or brand’s positioning and competitive opportunities and threats in the market Assessment of other competitive forces using Porter’s five forces model Recommendations for market entry or competitive strategy - page 27

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Market analysis of wind power in China - page 28 NEED A leading supplier of mechanical equipment for the wind power industry was exploring market opportunities in China. To make a successful entry into the market, the company needed in-depth knowledge of the wind power market in the country. Application: Strategic Planning Geography: China SOLUTION GIA was able to provide valuable market data and pinpoint both opportunities and threats for the client. The project included a consultative workshop that resulted in actionable recommendations for a market entry strategy. Case study (#13) Energy, Resources & Environment | Strategic Analysis – Market Sizing, Competitive Landscape Analysis KEY BENEFITS Actionable intelligence to support entry into Chinese market, with the ability to devise an effective competitive strategy in the new market APPROACH Customer and supplier interviews to establish competitive landscape and demand drivers in the target country. Market size and share analysis based on primary data. Methods: Primary research, market size and share analysis, market entry support

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Trend Analysis Expertise on trend analysis for B2C and B2B markets with focus on grouping and analysing emerging consumer preferences A trend analysis project aims at identifying new success factors, supporting innovation & product development, challenging prevailing expectations and helping companies prepare for potential opportunities A trend analysis project can review time horizons in a range of 1-5 years and it can be used to break down major trends (e.g., aging) into more detailed entities The trend analysis project is carried out in 4 phases and it always involves a client team to work with the project outcomes to reach best understanding of the situation The project delivery time is approximately 1,5 months and requires 2-3 client meetings Identify office design themes relevant for the client Identify and map changes in office furnishing in 2-5 year time horizon Analyze, based on secondary data, how white collar work changes in near future Example: Office Furniture Manufacturer Identified Future Office Trends with Trend Analysis project The Project Fed New Ideas For Customer Product Development Team - page 29

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Market trend analysis, demand drivers and competitor profiling - page 30 NEED In order to be well-prepared for an initial meeting with a potential investment target, Private Equity company wished to understand on a broad global level the market and therein of a potential investment target. The study focused on market trends, key competitors and their strengths, and regional differences in demand and demand drivers of key client groups. Application: Investment pitch Geography: Global APPROACH Initial desk research was conducted using industry sources and company databases to create an understanding of the major trends and players in the market. This was deepened and complemented by in- depth interviews with some of the larger clients as well as multiple key competitor interviews. Methods: Primary and secondary research Timeline: 2 weeks from kick-off to final delivery SOLUTION Regional market size estimates, key markets and trends were analyzed. Hands-on ideas on key success factors were delivered, together with client perception of key companies and supplier selection process. In addition, competitor long-listing and five 1-slide profiles on major players was provided. Industrial services| Strategic Analysis – Market Assessment KEY BENEFITS Customer gained insights on the market where a potential investment target operates and was thus able to build a more focused and in-depth investment pitch to present. Case study (#209)

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Value-Chain Analysis Purpose: The research aims at mapping out the value chain of a certain industry or business Methodology: The analysis produces qualitative and quantitative insights of the structure of a value chain The analysis employs a combination of primary and secondary research to ensure comprehensive data coverage VALUE CHAIN RESOURCING VALUE-CHAIN ANALYSIS Examples: Value chain process maps and identification of key players Presentation of dynamic forces in the value chain - page 31

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Source: Marketline, CIA Factbook Population5,4 million (06/2012) LanguagesMandarin (official) 35%, English (official) 23%, Malay (official) 14.1%, Hokkien 11.4%, Cantonese 5.7%, Teochew 4.9%, Tamil (official) 3.2%, Unemployment2% Legal systemEnglish common law GDP growth rate4.9% Import commoditiesMachinery and equipment, mineral fuels, chemicals, foodstuffs, consumer goods Export commoditiesMachinery and equipment (including electronics and telecommunications), pharmaceuticals and other chemicals, refined petroleum products The government has planned to spend USD 2.5 billion over 2010–2015 on a Continuing Education and Training program to develop expertise in several professions. Singapore’s corporation tax is one of the lowest in Asia. Future prospects Free trade agreements with China and Taiwan Improved bilateral ties with Malaysia Government to ease restrictions on media Future risks Racial tensions Market snapshot of Singapore Basic facts Even though Singapore is a world leader in governance, the current administration has been claimed to restrict the political freedom of citizens Singapore set strong growth in 2010, but industry was impacted by low external demand The education sector has been performing well in Singapore, but income inequality remains a major concern Singapore has invested in research and development in the past, but innovation output in terms of patents granted has been low Even though Singapore is business-friendly country, political interference in judicial decisions is widespread Market outlook Economic, technological and legal factors - page 33

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Company presentation - page 34

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GIA is the leading provider of Strategic Market Intelligence services and software - page 35 GIA is the preferred partner for organizations seeking to understand, compete and grow in international markets. GIA was founded in 1995 and is owned by acting management and private equity investor CapMan. GIA’s customers are primarily large multinational companies and growth- oriented companies operating in a wide variety of industries. GIA serves more than 120 partner customers on a continuous basis. GIA has grown with an average annual growth rate of 39% since year 2000 and currently employs more than 120 people.

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Access local knowledge in over 100 countries GIA Group has 11 offices on 4 continents. Together with affiliated GIA Member companies, certified GIA Research Partners and consultants, GIA provides access to local knowledge in over 100 countries. All GIA Network companies adhere to GIA’s Research and Analysis Quality System as well as the SCIP Code of Ethics. - page 36

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Partner with us to understand, compete and grow in international markets We focus on helping you make the right decisions. Our customized approach is embodied in GIA's Intelligence Partnership™ concept, a one-stop solution for all your strategic market intelligence and advisory needs. - page 38

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Make better informed decisions with our customized solutions Developed by a team of market intelligence specialists, management consultants, industry analysts and technology experts, our solutions are comprehensive and totally customized for you. - page 39 Customized market monitoring solution to boost market awareness and sharing of insights Analytical insight and advisory, enabling you to compete more effectively and grow into new opportunities Valuable information about your markets and industry, on-demand around the world Robust and scalable software that enables full control of the intelligence process A suite of consulting services, events and online resources that help you set up and develop world class intelligence programs